Part 1: Pharma GCCs in India — Orange Markets...

Pharmaceutical companies must contend with challenges from supply chain lapses (theft, diversion, S.O.P. deviations, product recalls, reverse logistics etc.) counterfeiting and stringent regulations. These challenges get compounded when dealing across the states and country business operations, besides that not only impact tangible profits but also the intangible brand credibility. In this context, there is also a credible increase in public awareness about the genuineness of medicine (in particular medicine that require cold chain) and their predictability of clinical outcomes. Providing visibility and full traceability becomes a paramount importance to both the Industry and the Govt. – A fool proof solution not only brings transparency in the system, but can also be a key differentiator, and undoubtedly can create immense opportunities for a competitive advantage.

In the organisational context, LEADERSHIP appears more glamorous than the word MANAGEMENT. When it comes to a team whether small or large, we need to realise that the first requirement is to be an effective manager and then a leader. Why so? First and foremost, Managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management. To be a great manager, you must have an extensive set of skills, both hard and soft – from planning and delegation to communication and motivation. The skill set is so wide, and hence, for your long-term success, it's wise to analyse your skills in all areas of management – and then to challenge yourself to improve in all of these areas. So, a fundamental question that is unasked, but lingers in the mind often is, Are managers really necessary?

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